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Most leadership theories are North American in origin. These theories may not be appropriate to be applied on a worldwide basis, especially in cultures, which differ in significant respects from the American culture. This study investigates the suitability of applying Bass and Avolio's transformational/transactional leadership model in a Middle Eastern country such as Egypt. A questionnaire based on Bass and Avolio's multifactor leadership questionnaire, with additional questions which were believed to reflect Egyptian culture, was administered to managers and subordinates in ten Egyptian investment banks. Usable responses were obtained from 70 managers and 173 subordinates. Factor analysis of the data revealed a factor structure, which differed in significant respects from that found on the basis of research in the USA, providing strong support for the argument that adjustment and modification of Bass and Avolio's model of leadership are required in different cultures.

The purpose of this paper is to investigate the effects of internal marketing and market orientation on organizational performance based on the balanced scorecard (BSC).

A cross-sectional research design, drawing upon a questionnaire survey, was used to collect data from a sample of restaurants. Structural equation modeling was performed to test the relationship among the research variables using findings from the 164 participants.

The results revealed that internal marketing positively influenced market orientation and performance. In addition, market orientation was a direct antecedent of performance.

The findings provide important academic, practical and political implications for restaurant industry.

The purpose of this paper is to develop and suggest a reference Kano model.

Existing Kano models have been classified into three types and, for each type, the curves, together with their corresponding evaluation tables, have been studied and a new type of the Kano model developed.

Findings imply that the existing types of the Kano model have weaknesses: starting points of the curves are not located in correct position; the sequence and slopes of the curves are not carefully illustrated; and the cells of Kano evaluation table are not coded correctly. Such problems have been resolved in the proposed Kano model.

Empirical research is needed to examine the proposed type of Kano model, and to investigate the differences between the results of the application of the new and other types of Kano model.

This study provides a valuable reference model for researchers and practitioners, to be utilized in future investigations.

The purpose of this paper is to propose and test an integrated model focusing on the drivers and consequences of intellectual capital in the context of the hotel industry.

A quantitative study was conducted, including 156 hotels located in Iran. Structural equation modeling examines the validity of constructs and path relationships.

The results of the PLS-SEM analysis provided three findings as follows: the three dimensions of social capital, namely the structural, relational, and cognitive social capital, had positive effects on knowledge sharing; knowledge sharing had positive effects on three components of intellectual capital (human capital, structural capital and relational capital); and intellectual capital dimensions, which in turn, lead to innovation.

The combination of a developing country context and the significance of social capital, knowledge sharing, intellectual capital and innovation in hotel industry enhance the contextual contribution of the paper.

This study aims to focused on conducting a comprehensive assessment of the technology readiness level (TRL) of Iran’s oil field intelligence compared to other countries with similar oil reservoirs. The ultimate objective is to optimize oil extraction from this field by leveraging intelligent technology. Incorporating intelligent technology in oil fields can significantly simplify operations, especially in challenging-to-access areas and increase oil production, thereby generating higher income and profits for the field owner.

This study evaluates the level of maturity of present oil field technologies from the perspective of an intelligent oil field by using criteria for measuring the readiness of technologies. A questionnaire was designed and distributed to 18 competent oil industry professionals. Using weighted criteria, a mean estimate of oil field technical maturity was derived from the responses of respondents. Researchers evaluated the level of technological readiness for Brunei, Kuwait and Saudi Arabia’s oil fields using scientific studies.

None of the respondents believe that the intelligent oil field in Iran is highly developed and has a TRL 9 readiness level. The bulk of experts believed that intelligent technologies in the Iran oil industry have only reached TRL 2 and 1, or are merely in the transfer phase of fundamental and applied research. Clearly, Brunei, Kuwait and Saudi Arabia have the most developed oil fields in the world. In Iran, academics and executive and contracting firms in the field of intelligent oil fields are working to intelligently develop young oil fields.

This study explores the level of maturity of intelligent technology in one of Iran’s oil fields. It compares it to the level of maturity of intelligent technology in several other intelligent oil fields throughout the globe. Increasing intelligent oil fields TRL enables better reservoir management and causes more profit and oil recovery.

The purpose of this paper is to examine how internal marketing orientation affects balanced scorecard outcomes (financial performance, customer, internal process, learning and growth) in a small service businesses context.

Drawing from the small businesses, the relationship between internal marketing orientation and performance is hypothesized and tested. A structural equation modeling (SEM) test with maximum likelihood estimation was performed to test the relationship between the research variables.

The results obtained from the SEM analyzes revealed that internal marketing orientation positively impacts the levels of financial and non-financial performance. The results also indicate that non-financial performance measures (that is, customer, internal process, learning and growth) directly affect financial performance.

This study unpacks the mechanism between internal marketing orientation and balanced scorecard outcomes and contributes to the academic research of internal marketing orientation in the context of small businesses.